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Entrepreneurial Strategy and Learning
Entrepreneurial Strategy and Learning
상세정보
- 자료유형
- 학위논문 서양
- 최종처리일시
- 20260202103107
- ISBN
- 9798280712560
- DDC
- 658
- 서명/저자
- Entrepreneurial Strategy and Learning
- 발행사항
- [Sl] : Harvard University, 2025
- 발행사항
- Ann Arbor : ProQuest Dissertations & Theses, 2025
- 형태사항
- 264 p
- 주기사항
- Source: Dissertations Abstracts International, Volume: 86-12, Section: A.
- 주기사항
- Advisor: Wu, Andy.
- 학위논문주기
- Thesis (Ph.D.)--Harvard University, 2025.
- 초록/해제
- 요약Learning is a cornerstone of competitive advantage, especially in entrepreneurial contexts. Despite extensive research on entrepreneurial learning methodologies, we still lack understanding of fundamental constraints that limit learning effectiveness. This dissertation investigates key structural obstacles that hinder effective entrepreneurial learning: resource constraints, uncertainty, interdependencies, and bounded rationality. It provides novel insights into how these barriers manifest and interact in entrepreneurial contexts. The first study reveals a counterintuitive relationship between experience and strategic foresight: as entrepreneurs add features to successive products, the total interdependencies grow faster than their ability to anticipate them, leading to increasingly inaccurate forecasts. The second study reveals how novel recombination, while often associated with opportunities for outsized returns, also incurs the cost of managing novel complexity-obscuring the time and resources required for execution and increasing the risk of bridge financing and shutdown. The third study identifies a "mediocrity trap," in which firms launching lower-quality products receive ambiguous feedback and, as a result, persist longer despite negative market signals. This study challenges assumptions about learning with minimum viable products and rapid pivoting. Together, these studies highlight critical tensions in entrepreneurial learning and demonstrate that many learning challenges stem from structural barriers rather than purely cognitive limitations. This integrated perspective contributes to scholarly understanding of entrepreneurial strategy while offering practical approaches for entrepreneurs seeking to navigate these barriers and learn under constraint.
- 일반주제명
- Finance
- 키워드
- Learning
- 키워드
- Strategy
- 기타저자
- Harvard University Business Administration
- 기본자료저록
- Dissertations Abstracts International. 86-12A.
- 전자적 위치 및 접속
- 로그인 후 원문을 볼 수 있습니다.
MARC
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■020 ▼a9798280712560
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■040 ▼aMiAaPQ▼cMiAaPQ
■0820 ▼a658
■1001 ▼aPeterson, Aticus.▼0(orcid)0000-0002-5964-8173
■24510▼aEntrepreneurial Strategy and Learning
■260 ▼a[Sl]▼bHarvard University▼c2025
■260 1▼aAnn Arbor▼bProQuest Dissertations & Theses▼c2025
■300 ▼a264 p
■500 ▼aSource: Dissertations Abstracts International, Volume: 86-12, Section: A.
■500 ▼aAdvisor: Wu, Andy.
■5021 ▼aThesis (Ph.D.)--Harvard University, 2025.
■520 ▼aLearning is a cornerstone of competitive advantage, especially in entrepreneurial contexts. Despite extensive research on entrepreneurial learning methodologies, we still lack understanding of fundamental constraints that limit learning effectiveness. This dissertation investigates key structural obstacles that hinder effective entrepreneurial learning: resource constraints, uncertainty, interdependencies, and bounded rationality. It provides novel insights into how these barriers manifest and interact in entrepreneurial contexts. The first study reveals a counterintuitive relationship between experience and strategic foresight: as entrepreneurs add features to successive products, the total interdependencies grow faster than their ability to anticipate them, leading to increasingly inaccurate forecasts. The second study reveals how novel recombination, while often associated with opportunities for outsized returns, also incurs the cost of managing novel complexity-obscuring the time and resources required for execution and increasing the risk of bridge financing and shutdown. The third study identifies a "mediocrity trap," in which firms launching lower-quality products receive ambiguous feedback and, as a result, persist longer despite negative market signals. This study challenges assumptions about learning with minimum viable products and rapid pivoting. Together, these studies highlight critical tensions in entrepreneurial learning and demonstrate that many learning challenges stem from structural barriers rather than purely cognitive limitations. This integrated perspective contributes to scholarly understanding of entrepreneurial strategy while offering practical approaches for entrepreneurs seeking to navigate these barriers and learn under constraint.
■590 ▼aSchool code: 0084.
■650 4▼aFinance
■653 ▼aLearning
■653 ▼aStrategy
■653 ▼aInterdependencies
■653 ▼aStructural barriers
■653 ▼aResource constraints
■690 ▼a0429
■690 ▼a0454
■690 ▼a0310
■690 ▼a0508
■71020▼aHarvard University▼bBusiness Administration.
■7730 ▼tDissertations Abstracts International▼g86-12A.
■790 ▼a0084
■791 ▼aPh.D.
■792 ▼a2025
■793 ▼aEnglish
■85640▼uhttp://www.riss.kr/pdu/ddodLink.do?id=T17356957▼nKERIS▼z이 자료의 원문은 한국교육학술정보원에서 제공합니다.
